| 授業名 | High Reliability Organizations |
|---|---|
| Course Title | High Reliability Organizations |
| 担当教員 Instructor Name | Ricardo Lim |
| コード Couse Code | EST106_G21V |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | Live Virtual |
| 単位 Credits | 1 |
| 言語 Language | EN |
| 科目区分 Course Category | 入門科目0系 / Pre |
| 学位 Degree | Exed |
| 開講情報 Terms / Location | 2021 GSM ONLINE Spring |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
Organizations much show grit and high reliability, expesically in the rough seas of the new normal. "Exploring frontiers" means navigating a VUCA world. HRO perpares organiztaions for VUCA.
授業の目的（意義） / Importance of this course
High Reliability Organizations, HROs was developed by Prof. Karlene Roberts of UC Berkeley in the early nineties. She and her group studied how organizations like aircraft carriers and firefighters prepared and responded to disasters. A current example is COVID: no one could see COVID coming. Yet some organizations—even countries—were better prepared than others. Why? Some were lucky, but they mostly had better “DNA.” Can we prepare our DNA for the next COVID?
This course goes beyond the original HRO. We will talk about VUCA reliability, not just crisis reliability. It takes new ways of thinking, organizing, engaging in a “wicked” world. How can organizations plan for a complex and uncertain environment? How can they think and build organizational resilience? How can they build reserves of organizational knowledge?
HRO is not about building a crystal ball. We cannot see the next COVID. But we can prepare our organization to be ready, robust, flexible for the next minor or major event.
Organizations will be reliable if they build …(and this is our Topics list):
Knowledge about recipes of disaster and HRO
Improvisation and Bricolage
Agile and Lean approaches
Organizational grit and resilience
Flexible thinking: scenario planning
Ambidexterity
This course goes beyond the original HRO. We will talk about VUCA reliability, not just crisis reliability. It takes new ways of thinking, organizing, engaging in a “wicked” world. How can organizations plan for a complex and uncertain environment? How can they think and build organizational resilience? How can they build reserves of organizational knowledge?
HRO is not about building a crystal ball. We cannot see the next COVID. But we can prepare our organization to be ready, robust, flexible for the next minor or major event.
Organizations will be reliable if they build …(and this is our Topics list):
Knowledge about recipes of disaster and HRO
Improvisation and Bricolage
Agile and Lean approaches
Organizational grit and resilience
Flexible thinking: scenario planning
Ambidexterity
到達目標 / Achievement Goal
N/A
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the course, you will be able to:
1. Recognize the symptoms and consequences of man-made and natural disasters.
2. Prepare robust internal practices to mitigate disaster effects.
3. Build organizational learning and creativity.
1. Recognize the symptoms and consequences of man-made and natural disasters.
2. Prepare robust internal practices to mitigate disaster effects.
3. Build organizational learning and creativity.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 20 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 80 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
We use class discussions. I will grade your participation in both class discussions and learning team breakout rooms. How actively do you participate by sharing your ideas with others, collaborating with teams, and contributing insights to the group? This is 60% of your grade.
Because of the short, intense periods, 10% of your grade is attending: show up and do the class exercises. The most rigorous students will read all assigned texts. Other students should at least browse alternative readings on the web (provided in each section) as background reading.
I will assign a final paper, a case analysis. This is worth 30% of your grade.
Because of the short, intense periods, 10% of your grade is attending: show up and do the class exercises. The most rigorous students will read all assigned texts. Other students should at least browse alternative readings on the web (provided in each section) as background reading.
I will assign a final paper, a case analysis. This is worth 30% of your grade.
授業スケジュール Course Schedule
第1日（Day1）
Topic : Reliable Organizations (Note: "Day 1" is actually Session 1 of 8)●使用するケース
Watch1. https://www.youtube.com/watch?v=2mnuQkmywrc
2. https://www.youtube.com/watch?v=4MferspAuv4
Article： https://blog.kainexus.com/improvement-disciplines/hro/5-principles
第2日（Day2）
Topic : Organizational Resilience (Note: "Day 2" is actually Session 2 of 8)●使用するケース
Resilience in Business UV 7118第3日（Day3）
Topic : Mindfulness, Routines, Heuristics, Improvisation (Note: "Day 3" is actually Session 3 of 8)●使用するケース
1. “Miracle on the Hudson” (A) : Landing US Air Flight Airways 1549 HKS 7132. “Miracle on the Hudson” (B) : Rescuing Passengers and Raising the Plane HKS 714
第4日（Day4）
Topic : Robustness and Scenario Planning (Note: "Day 4" is actually Session 4 of 8)●使用するケース
A Note on Scenario Planning 9-306-003第5日（Day5）
Topic : Scenario planning, continued (Note: "Day 5" is actually Session 5 of 8)●使用するケース
Lego Group: Envisioning Risks in Asia (A) 9-113-054第6日（Day6）
Topic : the Agile Movement (Note: "Day 6" is actually Session 6 of 8)●使用するケース
How Lean Start-up Changes Everything R1305C第7日（Day7）
Topic : Agile, Lean, Business model in actionTopic : Thinking Ambidextrously and Final integration
(Note: "Day 7" is actually Sessions 7-8 of 8)
●使用するケース
Luxora to Sephora Online: Opportunities in Beauty SMU449成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 30 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
I will reward in-class contributions during case discussions. These include starting the case, summarizing others’ viewpoints, creating debate with others, concluding. I like good questions and how you clarify difficult concepts. I like active group participation, but participation must be positive, building, and collaborative—not attacking or criticizing.教科書 Textbook
- N/A「N/A」N/A（N/A）
参考文献・資料 Additional Readings and Resource
1. Session 2, Resilience in Business UV 7118 optional video: https://www.youtube.com/playlist?list=PLfSs4GfD5hMHCvFwE-ZC14P2hMC6Vx4g8)
2. Session 3, “Miracle on the Hudson” Optional: watch https://www.youtube.com/watch?v=5SL1A2d2e7M
3. Session 3, “Miracle on the Hudson” Optional: watch https://www.youtube.com/watch?v=w6EblErBJqw
4. Session 8, Fuji’s transition from Film to Make up: https://www.nippon.com/en/features/c00511/
2. Session 3, “Miracle on the Hudson” Optional: watch https://www.youtube.com/watch?v=5SL1A2d2e7M
3. Session 3, “Miracle on the Hudson” Optional: watch https://www.youtube.com/watch?v=w6EblErBJqw
4. Session 8, Fuji’s transition from Film to Make up: https://www.nippon.com/en/features/c00511/
授業調査に対するコメント Comment on Course Evaluation
This is the first offering of High Reliability Organizations
担当教員のプロフィール About the Instructor
Ricardo A. Lim, Ph.D. is a professor at the NUCB Business School and visiting professor at Ritsumeikan APU, Beppu, Japan. He was a former Dean of AIM, former President of the Association of Asia Pacific Business Schools (a consortium of 80 Asian B-schools), founding member of the Global Network to Advance Management at Yale Business School, and Asia-Pacirfic Advisory Council of AACSB. He teaches information systems, statistics, analytics, and design thinking x lean x agile concepts. He has published in the MIS Quarterly and the Journal of Management Information Systems, and serves as Associate Editor for the International Journal of Business and Economics, Taiwan. He currently consults for education and financial services sectors. Before joining academe he was a senior consultant for the Computer Sciences Corporation in Boston and Siemens Computing in Manila. He has a Ph.D. from the U. of Southern California, an MBA from the U. of Virginia, and a B.Com. from McGill University.
Refereed Articles
- (2023) Determinants of Conspicuous Consumption in Smartphones. Asia Pacific Journal of Information Systems 33(3): 2288-5404
- (2023) A Study of Satisfaction and Loyalty for Continuance Intention of Mobile Wallet in India. International Journal of E-Adoption (IJEA) 15(1): 1937-9633
- (2021) Developing and Testing a Smartphone Dependency Scale Assessing Addiction Risk. International Journal of Risk and Contingency Management 10(4): 2160-9624
- (2021) Business Model Innovation: A Study of Empowering Leadership. Creativity and Innovation Management 1467-8691
- (2021) The Effect of Reciprocity on Mobile Wallet Intention: A Study of Filipino Consumers. International Journal of Asian Business and Information Management 12(2): 1947-9638